Transforming hr into strategic functions management essay

Or HR employees can become strategic contributors to company success. Transforming the HR function into a strategic contributor can take your workforce strategies to the next level, increasing the value of your human capital to accrue distinct competitive advantages.

Transforming hr into strategic functions management essay

An absence of ideas is no excuse for making HR strategic.

Elevating the HR Function - Part 2

In his book The Human Equation: Building Profits by Putting People First, author Jeffrey Pfeffer describes seven dimensions that characterize how organizations produce profits through people: Selective hiring of new personnel 3.

Self-managed teams and decentralized decision making. Comparatively high compensation contingent upon performance. Reduced status distinctions and barriers including dress codes, language, office arrangements, and wage differences.

Transforming hr into strategic functions management essay

Extensive sharing of information throughout the organization. Once again, the sources for strategic initiatives are extremely significant. The obvious problem we will have is how do we address these issues within our typical HR Function.

In order to elevate the HR Function so that it can meet these new demands, people within HR will require higher skill sets, including very strong technology type skills since many of the traditional HR services will be conducted through on-line service centers. This transformation, which calls for a functionally fragmented, administrative cost center to a value-adding, integrated organization aligned with corporate business strategies, will not happen incrementally in most cases.

Instead, the true transformation of HR requires analysis and identification of opportunities for improvement in five interrelated areas that are the success drivers of effective HR, including the people in HR and their competencies; processes used to deliver HR products and services; the culture of the HR organization; its structure and the technology used.

Why Is It Important for HR Management to Be a Strategic Business Partner? | initiativeblog.com

Walker All of these strategic issues can be overwhelming to any resource-strapped function. Consequently, HR will need to develop its own strategy for value-creation within the organization; otherwise HR will not adequately address many of these strategic issues and outside managers will continue to have their traditional bias view of HR.

The HR Strategy will need to address the issue of how the organization will build its HR Capital which expands the capabilities of the organization. This can cover a wide range of best practices — web based training, knowledge sharing, degree evaluation processes, cross-functional teams, and so forth.

As a minimum, the HR Function must have a strategy for protecting the core competencies of the organization. Next, the HR Function will need to develop strategies for building a knowledge-based workforce that can meet future challenges confronting the organization.

Somewhat ironically, the recent trend toward using temporary help, part-time employees, and contract workers, particularly when such people are used in core activities, flies in the face of the changing basis of competitive success.

This raises the questions of why these practices seem to be growing, what effects they have on the ability to achieve advantage through people, and what the implications are for organizations that might follow a different strategy.

For example, direct involvement by IT Information Technology will be required to launch new technologies in the HR area. Additionally, HR may have to outsource some of the day-to-day administrative activities so HR can begin to address strategic issues.

In conclusion, some of the most significant performance issues confronting any organization are rooted in human resources. This is why the HR Function needs to become much more strategic. Moving HR into a strategic partnership with management is now mission-critical.

There are a multitude of strategic issues for HR to pursue, ranging from making the organization more fluid for the sharing of knowledge to making sure all employees have the tools to provide outstanding customer service. As we move into the new millennium and find ourselves in a knowledge economy, it is undeniable that people are the profit lever.

All the assets of an organization, other than people, are inert. They are passive resources that require human application to generate value. The key to sustaining a profitable company or a healthy economy is the productivity of the workforce, our human capital.

In the American economy, where over half of the gross national product is allocated to the information sector, it is obvious that knowledgeable people are the driving force.• To transform the HR function into a strategic business partner • Have a succession plan to develop skilled HR associates to fill key leadership positions within the company.

• Focusing on the required skills of their managers as well as improving communications of the management systems within the company. To understand HR planning it is said that It is the process by which management ensures that it has the right plan or strategy for there human resources.

The purpose of human resource planning is to assist an organization to meet strategic goals by attracting, and maintaining workforce . And when the strategies come together with HRM, there comes Strategic Human Resource Management (strategic HRM or SHRM). It may be regarded as an approach to the management of human resources that provides a strategic framework to support long-term business goals and outcomes.

Elevating the HR Function - Part 2. Part I of this article addressed the issue of elevating the HR Function into a more strategic type function, as opposed to an administrative type function. Part 2 of this article will describe several strategic ideas for moving HR into the strategic function it must become.

Executive Succession

This study examines HR function, HR function transformation and Human Resource Information Technology (HRIT), by investigating the role of HRIT playing in HR function transformation process, and the interrelationship between them.

The research consists two parts: a theoretical review and a meta-analysis of empirical data. The HR functions with the lowest overall impact on the bottom line included transforming HR into a strategic partner, managing work-life balance, health and .